presentation mgt-past year questions
Transcript of presentation mgt-past year questions
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GROUP ASSIGNMENTMGT 215
APRIL 2010
PREPARED BY:
NASHATUL ASHIKIN BINTI KAMARUDDIN 2010205054
NUR SYARINA BINTI IBRAHIM 2010805642NURFARAHIN BINTI HAMDANI 2010273276
AMIRRUL AMMAR BIN ADAM 2010834406
MOHAMAD NUR SALAM BIN MOHD. ALI ISKANDAR 2010462248
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QUESTION 1a) In terms of time horizon, there
are three options for
organizational control focus.One is feedback control. Name
the other two and brieflycompare all three (3) options.
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Other two organizationalcontrol focus
Feed-f r rd orPreventiveControl
Concurrent Control orSteering
Control
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Feed-forward control Concurrent control Feedback control
Toanticipatepotential
problemsandprevent
themfromoccurring.
Tospotaproblemas
theydevelopedandtake
correctiveactionbeforefinalresultsare
achieved.
Attemptstomeasurethe
resultsaftercontrol
Controlsfocuson
human,material,and
financialresourceswithin
theorganization.
Relyonperformance
standards,rules,and
regulationsforguiding
employeetasksand
behaviors.
Involvereviewing
informationtodetermine
whetherperformance
meetsestablished
standards.
Actasinputsin(Pre-
process)
Act astransformation
processin(In-process)
Actasoutputsin(Post-
process)
E.g: Specificationsofoutput/inputfactorssuch
asfinance,human
resourcesandmaterial
resources.
E.g: Manymanufacturing
operationsinclude
devicesthatmeasure
whethertheitemsbeing
producedmeet quality
standards.
E.g:RestaurantManagerasking, how
wasyourmealafteryou
eaten.
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b) An effective control system
ensures that activities are
completed in ways that lead to theattainment/ achievement of the
organizations goals. Explain five
characteristics of an effectivecontrol system.
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There are five characteristics of an effectivecontrol :
First, the system must be related toorganizational strategy. When the system islinked to organizational strategy, it recognizesstrategic shifts and it is flexible enough tomeasure what is important as indicated by thefirms strategy.
Second, use all the steps in the controlprocess. Standards of performance must be set,measurements of actual performance taken,
comparisons of standards with actualperformance made and when necessary,corrective action taken.
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T
hird , be composed of objective andsubjective measures. For example, managementmay have set specific targets for productivity.Suppose, management has expressed a desireto achieve high levels of worker satisfaction.
Such a qualitative criterion is more difficult ifpossible to measure accurately. Situations likethis often require managers to blend objectivesubjective measures.
Fourth, provide timely feedback. Timeliness
is the degree to which the control systemprovides information when it is needed. The keyissues here is the feedback information isprovided quickly enough to permit a response toan unacceptable deviation.
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Fifth, be acceptable to a diverse workforce.The control system should motivate workers to
recognize standards and act to achieve them.
The more committed that employees are to the
control system, the more successful the systemwill be.
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Describe the difference
between theory X and Y.Explain why you prefer
working for a manager whopractices theory X or Y.
QUESTION 2
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THEORY X THEORY Y
Employees dislikeworkandavoiditifat
allpossible
Employeesarewillingtoworkasnatural
asplayorrest
Usestightcontrolandsupervision Delegates authoritytosubordinates
Coerced,threatened,directedand
controlledtogetthemtoputforth
adequateeffort
Selfmotivatedandselfdirectedtoward
achieveorganizationalgoals
Avoidresponsibilitytodirectandtold
whattodoandhowtodo
Seekresponsibilitywishusecreativity,
imaginationtoperformjobs
Useauthoritarianstyle Useparticipatorystyle
Feelingthatworkisofsecondary
importance
Feelingthatworkisof primary
importance
Pessimistic viewofmotivationwith
regardstoemployees
Optimistic viewof motivation with
regardstoemployees
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Ipreferworkingforamanagerwhopracticesthe
TheoryYthanTheoryX
It is because Theory Y is enjoys work andactively seek it than Theory X. Manager whopractices Theory Y also expounds aparticipative style of management that is de-
centrlized. So, I assumes that employees arehappy to work with his manager as he are selfmotivated and creative. Thus, we will enjoyworking with greater responsibility.
Besides, Theory Y manager will delegate
the authority and he allows employees toparticipate in decision-making. Greater jobautonomy and task variety also offered toemployees.
.
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Other than that, Theory Y-style managementis suited to knowledge work and professional
services. Professional service organizationsnaturally evolve Theory Y-type practices by thenature of their work. For example highly structureknowledge work, such as call center operations,can benefits from Theory Y principles toencourage knowledge sharing and continuousimprovement.
Next, Theory Y manager is good as
employees are seen willing to work hard,willing toaccept responsibility,self directed and capable ofself control to achieve organizational goals.Furthermore, employees in Theory Y will useimagination, ingenuity and creativity to perform
jobs.
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QUESTION 3Whatistransformational
leadership?Explainandgiveanexampleofatransformationalleaderinan
organization.
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Meaning : Leadersabilitytoinfluenceemployeesto
achievemorethanwasoriginallyexpectedorthoughtpossible
TL areabletogeneratefeelingsoftrust,admiration,
loyalty,totapdeepvaluesandrespectfrom
followers.
Transformationalleadersaregenerallyenergetic,
enthusiasticandpassionate.
TL donotacceptthestatus quo.TL transformsthingfromwhatcouldbetowhatis
bygeneratingexcitement.(Theyrecognizetheneed
andinstitutionalizechangebyreplacingoldtechnical
andpoliticalnetworkswithnewone)
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Dimension Leaders Specific
Behavior
Followers
Behavior
Individualized
consideration
Actasmentor,is
attentiveto
achievementand
growthneeds.
Ismotivated,feels
valued
Intellectual
stimulation
Promotesinnovation
andcreativity,reframes
problems.
Isencouragedtobe
novelandtrynew
approaches.
Inspirationmotivation Providesmeaningand
challengethrough
prosocial,collective
action.
Ismotivatedbyteam
spirit;isenthusiastic
andoptimistic.
Idealizedinfluence Sharesrisk;is
considerateofothers
overownneeds,is
ethicalandmoral.
Showsadmiration,
respectandtrust.
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Example : Mahatma Gandhi is a great example
of a transformational leader, because he satisfied
the needs of his followers. But instead of riding
those needs to power, he remained sensitive to ahigher purpose. His vision of leadership went
beyond himself. He believed in satisfying the
needs of all that followed him.
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QUESTION 4
In recent years, many Malaysian companies
have downsized, resulting in employee layoffsat both the managerial and non-managerial
levels. If an employee felt that his or her job was
in jeopardy due to the possibility of a layoff, which
of Maslows needs would this affect? How doesthis affect employee motivation in the workplace?
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The Maslows Need that affect this is SecurityNeed.
- Security needs reflect the desire to have a safephysical and emotional environment.
- Job security, grievance procedures, health insuranceand retirement plans are used to satisfy employeessecurity needs.
- Like physiological needs, unsatisfied security needcause people to be preoccupied with satisfying them.
- People who are motivated primarily by security needsvalue their job mainly as a defense against the loss ofbasic needs.
- Managers who feel that security needs are mostimportant will often emphasize rules, job security andfringe benefit.
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QUESTION 5
Explain the following elements of
organizing:
a) Linedepartmentversusstaffdepartment
b) Delegationandauthority
c) Narrowspanofcontrolversuswidespan
ofcontrold) Centralizationversusdecentralization
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a) Line department versus staff
department
Line Department Staff Department
An organizational unit that
is directly involved in
delivering the products
and service of theorganization.
An organizational unit that
is not directly involved in
delivering the products and
services of theorganization.
Makedecisionsthatachieve
specificorganizationalgoals.
Support theeffortsofline
departmentandprovide
advice.
Examples:
Productionmanagers
Marketingmanagers
Purchasingmanagers
Examples:
Marketingresearch
Financialanalysts
Legaldepartment
Line Department vs Staff Department
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b) Delegation and authority
Delegation
Assignmenttootherpersonofformalauthorityandthe
righttomake decisionandtakeactionReasons :
- speedupdecisionmaking
- Developskillofemployees
- Employeesaremoreeffectivetosettleproblems- Managersburdenarepartiallyreleased
Steps:
1. Decidewhichtaskstobedelegate
2. Makeassignments
3. Grantauthoritytoact
4. Holdresponsible bycheckingprogressandtreating
problem
5. Monitorbyteaching,rewarding,communicatingand
givinginformation
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Cont.
AuthorityTheformalrightinherent inanorganizational
positionmakedecision
Comes alsowithresponsibilitywhichmeans
theobligationtoperformstheduties
assigned.
2 types:
1.Formal authorityinherentinanorganizationalposition
2.Informal abilitytoinfluenceothersthatis
basedonpersonalcharaceristics orskill,
alsocalledcharismatic.
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c) Narrow span of control
versus wide span of control
Narrow span of control Wide span of control
Managers havemoretimeto
analyzesituations.
Greater demandsintermsof
directsupervision.
Makeeffectivedecisions. Suggestaneedforgreater
selfdirection.
Executetheactions
associated withtheirdecisions.
Initiative onthepartof
individualemployees.
Less likelytobeover
committedandover
burdened.
Moreeffectiveemployee
development.
Narrow Span of Control vs Wide Span of
Control
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Centralization versus decentralization
Centralization- Maintainthemostauthorityamonghigh-levelmanagers.
Morecontrol
OnlyexperiencedmanagersmakedecisionsGoodforafirmwithfinancialproblems
Decentralization- Authorityisspreadamong
severaldivisionsormanagers.Reducesoperatingexpenses
Fasterdecisionmaking
Motivatesemployees
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THEEN
D